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Strategy	Advisor
18	years	of	extensive	hands-on	consul9ng	
experience	with	intranet	and	digital	
workplace	strategy	in	over	60	large,	global	
organiza9ons.
Ten	years	of	research:	annual	surveys	and	
reports	since	2006
Researcher
Approximately	300	organiza9ons	
worldwide	each	year	
• Air	France	
• Air	Liquide	
• Allianz	Worldwide	
Partners	
• Biocodex	
• BNP	Paribas	
• Euler	Hermes	
• Euronext
• Group	SEB	
• LafargeHolcim	
• Nokia		
• SNCF	
• Société	Générale	
• Sodexo	
• Vinci
Paris-based	Workgroup
Author
MITSloan	Management	Review
Neutralize	Internal	Poli9cs	in	Digital	Ini9a9ves
How	Digital	Leaders	Inspire	Engagement
Harvard	Business	Review
Tracking	the	Trends	in	BYOD
The	Company	Cultures	That	Help	or	Hinder	
Digital	Transforma9on
Deepen	involvement	
Broaden	decision-making	
Fluidify	silos
Why	do	internal	poli9cs	hinder	digital	ini9a9ves	and	
what	can	you	do	about	it?
Jane McConnell • Advisor • Analyst • Workshop Facilitator • jane@netjmc • @netjmc
The	Why
It’s	about	freedom,	power	and	compromises.	
In	the	beginning…
Communica9on 			IT	 			HR Leadership
Message Toolset Profiles Decision-Making
Target	and	Timing Rollout
Exper9se	(Personal	
Branding)
Hierarchical	Controls
Losing	Control?
41
Authorita9ve,	
stable	managed	
dimension
Structured	
collabora9on	
dimension
Social	collabora9on	
dimension
32
Authorita9ve,	
stable	managed	
dimension
Structured	
collabora9on	
dimension
Authorita9ve,	
stable	managed	
dimension
Consumer-
like	cloud	
services
BYOD	(bring	
your	own	
device)
4
Social	collabora9on	
dimension
3
Structured	
collabora9on	
dimension
Authorita9ve,	
stable	managed	
dimension
Consumer-
like	cloud	
services
BYOD	(bring	
your	own	
device)
A	coherent,	global	digital	ini9a9ve
Libera9on	of	people
Mul9ple	ini9a9ves
Loss	of	control
Freedom	of	decisionsImposed	from	the	top
Our	favorite	flavorsCommon	vanilla
“We	re	happy	with	
what	we	have	now.”
“We’ll	build	something	
beeer	together.”
A	“coherent,	global”	digital	ini9a9ve	raises	issues…
…that	ofen	trigger	internal	poli9cal	struggles.
Poll:	Do	internal	poli9cs	impact	your	digital	ini9a9ves?	
• No	problems!	
• It's	a	manageable	concern,	requiring	special	effort.	
• It's	a	serious	concern	holding	us	back.	
• Don't	know.
Internal	poli9cs	intensify	in	digitally	maturing	organiza9ons
manageable	concern	
requiring	special	effort
serious	
concern	
holding	
us	back
already	
dealt	
with	
this
18% 22%40%
6% 13%43%
not	relevant	for	
us/don’t	know
38%
20%
2016
2013
Data	from	2013	and	2015	surveys	of	approximately	300	organiza9ons.	Figures	from	the	most	digitally	mature	organiza9ons	each	of	those	years.
1. Deepen	involvement	
2. Broaden	decision-making	
3. Fluidify	silos
The	How
but	it	takes	more	than	senior	leadership	to	make	it	happen	on	the	ground.
25 50 75 100
30
30
20
20
73
30
28
32
18
22
24
32
38
40
60
78
On-going
Change	ini9a9ves	“owned”	by	front	line	and	opera9onal	people.
Buy-in	from	all	or	most	business	units.
Collabora9ve,	cross-organiza9onal	decision-making	&	planning.
Top	leadership	strongly	involved.
Clear	role	of	digital	in	company’s	strategic	vision.
Alignment,	coherent	cross-organiza9onal	framework.
Data	collected	2016.	311	people	around	the	world.

Numbers	represent	ac9ons,	not	inten9ons:	“planned”	and	“not	planned”	are	not	included	on	the	chart,	which	is	why	the	bars	do	not	quite	reach	totals	of	100%.
Agree	&	strongly	agree
Neither	agree	
nor	disagree
Done
Yes,	and	highly	effec9ve
Yes,	but	no	
impact
Work	in	
progress
Natural		9me	for	Internal	poli9cs
BU,	Country,	Func9onal		Management
Opera9onal	
Reality
1
2
3
Opera9onal	Comes	in	LastEnterprise		Senior	
Management
BU,	Country,	
Func9onal		
Management
Opera9onal	
Front	Lines
Enterprise		Senior	
Management
Top	Down	Authority	and	Decision-Making
Superficial	Approach
Listening,	Sharing,	Nego9a9ng	Agreements
BU,	Country,	
Func9onal		
Management
Opera9onal	
Front	Lines
Enterprise		Senior	
Management
Deeper	Approach
Deepen Involvement…
• Front	Lines •Young,	New	Workforce •Value	Behaviors,	All	Levels
1. Deepen	involvement	
2. Broaden	decision-making	
3. Fluidify	silos
The	How
Principles	last	.	Strategies	change.
Examples
All	digital	ini9a9ves	will	be	clearly	linked	
to	opera9onal	and	strategic	needs.
We	facilitate	local	ini9a9ves	rather	than	
force	central	solu9ons.
All	spaces,	communi9es	and	team	sites	will	
be	open	unless	there	are	confiden9ality	
reasons	for	closing	them.	
….
Define	the	framework	together.	Iden9fy	the	
fundamental	principles.
Decision-Making	Freedom	within	a	Framework
BU,	Country,		
Management
Opera9onal	
Front	Lines
Senior	
Management
Define	the	framework	together.	Iden9fy	the	
fundamental	principles.
Involve	the	right	people	from	the	beginning.	
Be	sure	to	include	people	from	the	“edges”,	
those	that	are	close	to	customers.
Decision-Making	Freedom	within	a	Framework
Project	Ini9ator	
&	Sponsor
Understanding,	
Agreement
Opera9onal	
Front	LinesBU,	Country,		
Management
Senior	
Management
And	so	on…
Who	should	decide?
The	person	closest	to	the	issue	who	is	
accountable	for	the	outcome.
By	consul9ng	those	who	will	be	impacted	
by	the	decision.	
By	respec9ng	the	organiza9on’s	
fundamental	principles.
How?
Place	decision-making	at	the	lowest	level	of	
accountability.
Define	the	framework	together.	Iden9fy	the	
fundamental	principles.
Involve	the	right	people	from	the	beginning.	
Be	sure	to	include	people	from	the	“edges”,	
those	that	are	close	to	customers.
Decision-Making	Freedom	within	a	Framework
Broaden Decision-Making…
• Simple	Framework •The	Edges •Sabotage
We	can’t	break	silos.	We	can	build	
connec9ons	and	flows	between	them.
1. Deepen	involvement	
2. Broaden	decision-making	
3. Fluidify	silos
The	How
1. Open	informa9on	sources.	

2. Make	work	visible.	

3. Complement,	don’t	duplicate	the	organiza9onal	structure.	

4. Open	silos	especially	at	the	top.	

Tips	and	examples:
Legal	 	
Financial	 	
Compe99ve	
Image	
Misinterpreta9on	
Inappropriate	use	 	
Deliberate	transmission	to	third-party
Risks	and	consequences
If
Keep	it	closed
Only	then
Poten9al
“It’s	confiden<al” “No	one	else	is	interested”
Specific	to	a	group	
or	part	of	the	
organiza9on
If
Leave	it	open
Then
But	no…
Serendipity	may	bring	
unexpected	benefits!
18%	of	companies	with	open	
informa9on	systems	say	internal	
poli9cs	are	a	“serious	concern	
holding	us	back”.	
The	figure	is	51%	for	companies	
with	closed	systems.
1.	Open	Informa9on	Sources
Working	out	Loud	at	NASA	in	the	
1960’s	-	“Monday’s	Notes”	
Key	Managers	for	Apollo	(L-R):	Charles	Mathews,	
Dr	Wernher	von	Braun,	Dr	George	Mueller.	and	
Gen.	Samuel	Phillips.
Text	extracts	and	photo	from	Dr.	Roger	Launius.	Case	developed	in	Show	Your	Work	by	Jane	Bozarth,	2014.		
heps://launiusr.wordpress.com/2011/02/28/comments-on-a-very-effec9ve-communica9ons-system-marshall-space-flight-center’s-monday-notes/
Senior	managers,	lab	
directors,	project	managers,	
and	other		personnel
Every	Monday	-	One	
page	Note	about	
week’s	progress	and	
problems	sent	to	von	
Braun	by	individuals.
1
Von	Braun	commented	
in	the	margins	of	each	
Note.	Returned	to	each	
person	individually.
2
Full	package	of	Notes	
duplicated	and	sent	to	
everyone.
3
Wernher	von	Braun,	in	the	1960’s.	Director	of	the	
Marshall	Space	Flight	Center.	Ini9ator	of	Monday	Notes.	
Photo	from	Wikipedia.	
2.	Make	Work	Visible
3.	Complement,	don’t	duplicate	the	
organiza9onal	structure.	

Allow	only	communi9es	that	are	cross	
organiza9onal.
4.	Open	silos	from	the	top	down.	

Prac9ce	job-swapping	at	the	top	levels	of	
the	organiza9on.
Why	do	internal	poli9cs	hinder	digital	ini9a9ves	and	
what	can	you	do	about	it?
Thank you! Get in touch with Jane McConnell • jane@netjmc • @netjmc
Deepen	involvement. Broaden	decision-making. Fluidify	silos.
How to handle internal politics that block digital initiatives

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